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                <p>Your team builds the sprint backlog in the planning meeting on the first day of the
                    sprint. At this meeting, your product owner works with your team to determine which
                    use cases it will complete in the sprint. The planning meeting has two parts, and
                    each half is limited to half of the total length of the meeting. In the first part,
                    your team and your product owner identify the Use Cases that the team feels it
                    can commit to completing in the sprint, based on experience with previous sprints.
                    After the use cases have been identified, you can use the Use Case Planning workbook
                    to assign them to the sprint. For more information, see <span sdata="link"><a href="UseCasePlanningWorkbook.html">
                        Use Case Planning Workbook</a></span>.</p>
                <p>In the second part of the meeting, your team determines how it will develop and test
                    those Use Cases. Your team then breaks those Use Cases down into tasks and
                    estimates the work that is required to complete them. Finally, your team commits
                    to implementing some or all of the Use Cases based on these estimates.</p>
                <p>In the first part of the meeting, your product owner meets with your team to discuss
                    the Use Cases that might be included in the sprint. Your product owner will share
                    information and answer any questions that your team has about those use cases. This
                    conversation might reveal details such as data sources, user interface layout, response
                    time expectations, and considerations for security and usability. Your team should
                    add these details to the Use Cases. During this part of the meeting, your team
                    learns what it must build.</p>
                <p>After your team has discussed all of the details about the use cases that it feels
                    are necessary, your ScrumMaster starts the second part of the planning meeting.
                    Your product owner should attend this part of the meeting to help clarify requirements
                    and to help understand and select alternatives. The ScrumMaster facilitates this
                    part of the meeting as your team determines how it will implement the Use Cases
                    and whether it can commit to implementing all the scenarios in the Use Case that your product owner
                    requested. To better understand what is involved in completing each Use Case,
                    your team breaks down each use case into the tasks that your team must perform to implement
                    that use case and to ensure that it is finished. You might find the following example
                    tasks in the sprint backlog: “Update the stored procedure to use the new data feed”
                    and “Create the class for the collector web service.”</p>
                <p>Your team can use the Iteration Task Backlog workbook to break Use Cases down into
                    tasks. For more information, see <span sdata="link"><a href="IterationBacklogWorkbook.html">
                        Iteration Task Backlog Workbook</a></span>.</p>
                <p>The team then estimates how many hours of work each task will require. Because the
                    tasks are not assigned before they are estimated, the team works together to create
                    these estimates. (Teams often cannot identify and estimate all work during the sprint
                    planning meeting. As much as 40% of the work that a team completes during a sprint
                    emerges after the sprint planning meeting).</p>
                <p>The planning poker technique is a good tool for estimating task hours. By using this
                    tool, each team member can participate in estimation, instead of depending on the
                    subject matter experts to estimate their own tasks. Whether you use this technique
                    or another, you should involve the whole team in determining how many hours each
                    task will take. For more information, see the following Web resource: <a href="http://go.microsoft.com/fwlink/?LinkId=179025">
                        Planning Poker</a>. </p>
                <p>Tasks should take no more than a day to complete. If a task is too large, the team
                    should break it down. In some cases, you may not be able to estimate some tasks
                    effectively until other tasks have been completed. Create the task now, but estimate
                    it when you have enough information. Individual task estimates are added together
                    to determine how many hours the team will likely require to complete each Use Case.
                </p>
                <p>Your team continues to analyze each Use Case and estimate its tasks until your
                    team determines that it has enough use cases for the sprint. Your team makes this
                    determination by comparing the number of estimated hours to the number of hours
                    that the team expects to complete in the sprint.</p>
                <p>You can use the team capacity worksheet in the Iteration Task Backlog workbook to help
                    determine your team's capacity for the sprint. You must fill in the details of the
                    sprint in the settings worksheet. To account for vacation, holidays, and other interruptions,
                    you must fill out the interruptions worksheet. For more information, see <span sdata="link">
                        <a href="IterationBacklogWorkbook.html">Iteration Task Backlog Workbook</a></span>.</p>
                <p>You should alert your product owner if your team determines that it cannot complete
                    one or more of the use cases that your product owner has requested because its task
                    estimates exceed the number of available hours. Your product owner might substitute
                    a smaller use case, split the use case, or hold the use case in the product backlog
                    for a future sprint. After your team completes both parts of the planning meeting,
                    it has accomplished the following:</p>
                <ul>
                    <li>
                        <p>created the sprint backlog, with tasks and hours for each Use Case</p>
                    </li>
                    <li>
                        <p>committed to the Use Cases that it will deliver in the sprint</p>
                    </li>
                    <li>
                        <p>understood, as a self-organizing team, how it will work together to meet its commitments
                        </p>
                    </li>
                </ul>
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            <h1 class="heading"><span onclick="ExpandCollapse(seeAlsoToggle)" style="cursor: default;" onkeypress="ExpandCollapse_CheckKey(seeAlsoToggle, event)" tabindex="0">
                <img id="seeAlsoToggle" class="toggle" name="toggleSwitch" src="../icons/collapse_all.gif" />See Also</span> 
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            <div id="seeAlsoSection" class="section" name="collapseableSection" style="">
                <h4 class="subHeading">Concepts</h4>
                <div class="seeAlsoStyle"><span sdata="link"><a href="http://msdn.microsoft.com/library/52aa8bc9-fc7e-4fae-9946-2ab255ca7503">Planning and Tracking Projects</a></span> </div>
                <h4 class="subHeading">Other Resources</h4>
                <div class="seeAlsoStyle"><span sdata="link"><a href="GovDevv1.0.html">GovDev for TFS 2010 v1.0</a></span> </div>
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